5s qc (qcc) ss

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© 2008, Teian Consulting International Pte Ltd

Asian Productivity OrganizationNational Iranian Productivity Center (NIPC)

Kelvin Chan Keng ChuenAPO Chief Resource Person

Director and Principal ConsultantTeian Consulting International Pte Ltd

[email protected]

Presentation Prepared for APO 08-RP-22-GE-DON-C,The Islamic Republic of Iran, 4 Aug 2008

In-country Training Program forProductivity and Quality Practitioners

(2 - 14 Aug 2008, Tehran, The Islamic Republic of Iran)

Quality Circles (QCs)

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Organising for Employee Involvement

Employee Involvement

5S QC (QCC)

SS

In-Country Training Program for P & Q Practitioners 2 to 14 August 2008, Tehran, Islamic Republic of Iran Quality Circles

Asian Productivity Organization 1 of 34

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Quality Circles (QC)

• Permanent group of 4 to 10 employees

• Functional in nature and members arefrom the same department

• Solve work-related problems

• Apply simple problem-solving tools

• Problems can be either assigned oridentified by the team themselves

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Quality Improvement Teams

• Ad-hoc team set up to solve specificproblem

• Cross-functional in nature and membersare drawn form different departments

• Higher echelon staff such as engineers,executives or middle management

• Members are appointed by the QCPC

• Problems are identified by the QCPC



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Types of Quality Teams

• Moves to anothertheme

• Disbanded5. Upon Completionof Project

• PDCA• 7 QC Tools

• PDCA• 7 QC Tools

4. Approach

• Same department• Selected according toexpertise

• Higher echelon

3. Members

• Selected by members• Simple

• Assigned by mgt• More difficult

2. Theme

• Department-oriented• Project-oriented1. Formation

QCQITType of Teams

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Benefits of QCs

To Company• Synergy• Committed workforce• Reduction in cost• Better communication

To Employees• Self-fulfillment • Improved skills• Use of creative mind• Improve inter-personal relationships



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Topic Outside the Scope of QC

• Wages & salaries• Welfare benefits• Disciplinary policies• Employment policies• Termination policies• Grievances• Personalities of management and union

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Topic Discussed By QC

• Quality • Delivery time• Housekeeping• Cost• Service time• Safety• Other topics in-line with

the company's quality policy



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Example of QC Organisation Structure

Leader LeaderLeader

Members MembersMembers

QC PromotionCommittee

QCSecretariat

Facilitator

Leader

FacilitatorFacilitator

Members

QC QC QC QC

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Role of Management• Encourage and motivate QC

• Provide meeting place, resources, materials,equipment and supplies

• Ensure necessary training is provided

• Attend to requests and recommendations

• Implement approved QCs’ recommendations

• Help QC in theme and problem selection

• Encourage participation by all staff and activelypublicise team activities and accomplishments

• Recognise the importance of QC presentation

• Be accountable and responsible for the QCactivities within own department



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Role of The Facilitator• Assist the managers to plan and implement QC activities

• Ensure that QC leaders and members are trained in QCconcept and tools

• Assist trained leaders to initiate QC activities

• Motivate and inspire the QC leaders and members

• Co-ordinate QC activities in their own department

• Attend QC meetings to provide assistance and advice(occasionally)

• Provide the communication link between manager and QC

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Role of Leader• Liaise with facilitator• Supervise the project• Recruit new members• Encourage members• Train members (if necessary)• Conduct and manage circle meetings



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Role of Members

• Attend training• Attend meetings• Carry out assignments• Participate actively in meetings• Maintain good relationship• Undertake specially assigned roles

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How to Get a QC Started

1. Form the circle

2. Attend training

3.Nominate a leader

4.Name the circle

5.Register the circle



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Monitoring Progress of QCFormation of QC

Registration of QC with Secretariat

Identify problem & set target

Proceed through problem solving cycle (PDCA)

Prepare QC Activity Plan

Registration of Theme

Prepare notes of meetings & seek approvalfor recommendations/ standardisation

Compile reports on the results

Evaluation Management Presentation

Proceed tonext theme

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Common Reasons for Failures in Companies

• No training.• No follow-ups on project.• “Lip Service” from mgt.• Poor middle management support (ownership)• No objectives for programme.• No reward/recognition.• Too much expectation from mgt.• Changes in management.• No union involvement.• Poor monitoring/evaluation system.• Poor in-house promotion.• No budget & yearly plan.

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Key Factors For Success

Approach (PDCA)

Mechanism(QC Org.)

Tools(7 QC Tools)



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A Problem Solving Model is…

A standard Set ofSteps which canbe applied to theimprovement ofany Process

Problem

Solution

Step 1

Step 2Step 3

Step 4

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Continuous Improvement Through PDCA

ContinuousImprovement

Standardization



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The 12 Steps of PDCA

Step 1 : Select topic

Step 2 : Plan timetable

Step 3 : Establish present situationStep 4 : Set target

Step 5 : Identify causes

Step 6 : Check causesStep 7 : Propose solution

Step 8 : Try solution

Step 9 : Check solutionStep 10 : Obtain management approval

Step 11 : Implement solution (standardization)

Step 12 : Review

Plan

Check

Do

Action

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Step 1 : Select Topic

To identify a specific area for improvement:

1. Identify problems2. Select one problem3. Define the project theme



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Rules for Effective Brainstorming

• Define topic• Create friendly atmosphere• Set time limit• Go round & take turns• Do not evaluate• Allow team members to "pass"• Encourage shy members to contribute• Record all ideas

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Select One Problem Using Decision Matrix

134531Delay in processing of scholarship loans4.

175354Delay in processing of entry permits5.

165533Delay in processing of overtime claims6.

123342Delay in processing of job orders3.

164543Poor handling of transport requisition2.

205555Delay in maintenance of Co. Quarters1.

Item No.

Fru

stra

tion

Tot

al

Ben

efit

To

Tea

m

Tim

e S

avin

g

Red

ucin

g C

ostEvaluation Criteria

Problems



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Select One Problem Using Pareto Diagram

No.

of C

usto

mer

Com

plai

nts

200

100

50

0

20%

150

40.%

0%

250

Car

par

king

spa

ce

Ligh

ting

& v

entil

atio

n

Spor

ts e

quip

men

t

Hou

seke

epin

g -c

lub

Publ

icity

of n

otic

es

Oth

ers

Cum

ulat

ive

Perc

enta

ge

Inco

min

g ca

lls

Publ

ic p

hone

Boo

king

pro

cedu

re

80%

100%

60%

251

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Define The Project Theme

• Rephrase the selected problem as an improvement theme or project theme



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Examples of QC Project Themes

To improve the laboratory store management system.TESLab United Circle

To reduce and improve traffic congestion at entry points (MGR).SECGreen Beret Circle

To improve the polisher throughputOPSChemo Circle

To improve the method of processing overtime claims.PSLSurvivors 5 Circle

To improve effectiveness of housekeeping in instrument workshop.ENGEQUIP Circle

To reduce the failure rate of the cooling water intake stationOPSCooling Water

Intake Circle

Project ThemeDeptCircle

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Step 2 : Plan Timetable

1. Decide on project duration (4-6 months)

2. List the steps or activities

3. Estimate their duration

4. Construct the Gantt Chart

5. Review



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Example of a Time Table

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Step 3 : Establish Present Situation

• To check if the proposed area really needs improvement



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Step For Establishing Present Situation

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Identifying Requirements Using Flow Charts

Are there any requirements that is not met?

Are there any complaints received from

other departments?

Are there non-conformance detected?

Are we delivery on time to our customers?



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Step 4 : Set Target

• To determine a measurableand achievable goal for theproject

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Step 5 : Identify Causes

• To avoid jumping to solutions which may notsolve the problem



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4M1E

Low equipmentefficiency

Outdatedequipment

Lack maintenanceof equipment

Material inventoryinadequate

Delays in arrival of raw material

Processnot rational

Ineffectiveprocess

Improper housekeeping

Material Man Staff efficiency

is low

Lack appropriate

Skills

Lack Training & awareness

Prod

uctiv

ityha

s de

crea

sed

Method Machine

Environment

Too muchorder

Fishbone Diagram

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Step 6 : Check Causes

• To find out the maincause(s) of the problem



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Step 7 : Propose Solution

• Propose solution which will prevent recurrence

• Make a corrective action plan

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Which of these is corrective action and which is not?

• Screening• Testing• Better process• Training• Sorting• Checking• New materials• New procedure

Yes No



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Example of an Implementation Plan

S/N Task By Whom By When ActualDate

1 Design machine modifications Joshua End Jun 30 Jun2 Modify machine Esther Mid Jul 12 Jul3 Develop work instructions Kelvin Mid Jul 15 Jul4 Training & Briefing of workers Joanne 16 Jul 17 Jul5 Pilot Implementation All 16 Jul 17 Jul6 Review of pilot implementation All 16 Aug 20 Aug

results7 Make recommendations for Jean 16 Sep 15 Sep

standardization to management

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Step 8 : Try Solution

• To test if the solution works beforeimplementing it on a wider scale



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Step 9 : Check Solution

• To check on the effectiveness of the proposed solution(s)

• Collect data and examine the results to see how effective is the solution

• See if the target is reached

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Step 10 : Obtain Management Approval

• To get the green light to implement the solution(s)



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Step 11 : Implement

Solution

• To put into effect the solution on a more permanent and company-wide level

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Step 12 : Review

• To check on the effectivenessof implementation



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The 7 QC Tools

1. Checksheet2. Graph3. Pareto diagram4. Cause-and-effect diagram5. Histogram6. Stratification7. Scatter diagram

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Checksheet

• A form or table prepared in advance to collect the required data in a simple manner

• Defective item checksheet

• Defect position checksheet

• Process distribution checksheet



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Example 1 : Defective item Checksheet

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Example 2 : Defects Position Checksheet



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Example 3 : Process Distribution Checksheet

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Graph

• A pictorial representation of one or more sets of data

• Makes data visual and easy to remember

• Review trends, patterns, characteristics and relationships



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Types & Uses of Graph

1. Line graph ~ Trend

2. Bar graph ~ Examination

3. Pie chart ~ Composition

4. Band graph ~ Trend & Composition

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Month

No of Complaints

0

5

10

15

20

30

35

1 2 3 4 5 6Month

No of Complaints

0

5

10

15

20

25

30

35

1 2 3 4 5 6

Percentage Complaint

0% 20% 40% 60% 80% 100%

1

2

3

4

5%

20%

15%

45%

15%

55

SINGAPORE

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Types & Uses of Graph

5. Radar chart ~ Comparison

6. Control Chart ~ Control

7. Gantt chart ~ Planning

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8

9

10

11

12

14

15

16

17

18

1 2 3 4 5 6 7 8

5

1

2

3

4

5

6

0

10

15

20

25



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Uses of Cause & Effect Diagram

• Thorough analysis of causes of a problem

• Gather ideas of team members

• See actual situation

• A good training tool

Trunk

Medium br anch

Small br anch

Tiny branch

Effects(result)

Big branch

Causes (factors)

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Example : Drafting Office

DifficultyIn locatinga drawing

Man

Method Machine

Unclear writingon drawings

File content notclearly labeled User too

dependent onlibrarian

Shortage ofskilled

manpower

Drawingsnot dated

Computers

Limitedspace

Improperindexing

Not clearly labeled

Library usersare not adequately

informedDrawings

categorised undertoo many index

MaterialEnvironment

Smelly blueprint machine

Too high

Filing cabinets

No taggingmachine to create standard labels

Cabinets arescattered

Drawingcategorised undertoo many groups

Process : Document searchingCreator : Esther

Date : 10 Jun 93



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Uses of Pareto Diagram

• To identify the vital few from the trivial many

• To select improvement themes

• To identify critical causes

• To show results of improvement

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Pareto DiagramPareto Diagram of Customer Complaints

on Hotel Rooms

0

20

40

60

80

100

120

140

160

180

200

Ligh

ts n

ot w

orki

ng

Low

wat

er p

ress

ure

Poo

r TV

rece

ptio

n

Dam

aged

furn

iture

Roo

m n

oisy

Oth

ers

Occ

urre

nce

0%

20%

40%

60%

80%

100%

Perc

enta

ge O

ccur

renc

e

Pareto Table



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Effectiveness of Improvement

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Histogram

• A graph that displays the distribution of data

• Constructed from data collected in a frequency table

• To see central tendency and dispersion characteristics

• To spot irregularities

• To compare sample results with desired

• To identify influencing factors



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Histogram and StratificationHistogram of Height of Customers

100

50

0

1.35 1.4 1.45 1.5 1.55 1.6 1.65 1.7 1.75 1.8m

1.35 1.4 1.45 1.5 1.55 1.6 1.65 1.7m

50

0

1.5 1.55 1.6 1.65 1.7 1.75 1.8m

50

0

Men's height

Women's height

Customer's heightCustomer’s Height

Men’s Height

Women’s Height

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Stratification

• Taking a problem apart and examining each part separately

• Classifying or Stratifying data into smaller groups according to some characteristics

• Isolate the real causes which affect the quality

• Common stratification: by individual operators, by specific machines, by time, by shifts, etc.



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Stratification When Applied on A Scatter Diagram

After Stratification

• ••

•

•••

••

•• •• •• ••

•

•

•••

Before Stratification

Height Height

Wei

ght

Wei

ght

• ••

•

•••

••

•• •• •• ••

•

•

•••Chinese

XX

X

X

X

X

X

X X

XX

Americans

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Scatter Diagram• A diagram that shows the relationship

of one set of data with another

• ••

•

•••

••

•• •• •• ••

•

•

•••

Scatter diagram of man’s weight versus height

Height

Wei

ght



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Uses of a Scatter Diagram

• Shows the relationship of one setof data with another

• To determine the main factors in acause-and-effect relationship

• To determine the optimal range ofvariables

• To compare results

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Scatter Diagram

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C

B

A

D

E

Fy

y y y

yy

x x

x x x

Negative correlation Negative correlation may be present

Positive correlation Positive correlation may be present

No correlation

Data application which brings out positive correlation

a

b



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